Transition to Cloud Empowers New IT delivery Models

Transition to the Cloud to Empower New IT delivery Models. Cloud-based enterprise applications are making great strides in the direction of creating strategic business value, surpassing the traditional role of merely satisfying the needs of the enterprise status quo. Cloud can make reshaping technology possible in a true sense.

The two-way combination model has been applied to Oracle Cloud: Bottom-up technology reshaping

The first step: Modern infrastructure.

Cloud provides a flexible underlying architecture platform for modern virtual enterprise applications. Enterprise-level infrastructure and software systems are quickly available on the cloud, and can shrink or expand according to changes in demand.

In a competitive landscape that is constantly being reshaped by technological disruption, rapid response to the market may become a key factor in winning the competition. 1Using a “cloud first” approach to build infrastructure can make IT more agile, and through automation, consumption-based “pay for what you use” pricing, and reduction of maintenance investment, the IT budget can be maximized. Optimized use.

Step 2: Automation everywhere.

Automation is usually the primary goal of a company’s technological reinvention. In theory, it sounds simple to just adjust the backbone of information technology, but this will not give you the maximum value of cloud solutions. Automation requires core strategic support and new transformational thinking processes to achieve results. Now is a good time to focus on promoting automation through the Cloud.

Currently, Cloud provides some automation functions, and is adding new functions through continuous updates. Cloud-based enterprise application systems will also have the opportunity to achieve automation in all stages of their entire implementation life cycle, including preparation, testing, deployment, and operation stages, as well as large-scale automation platforms that can realize self-monitoring and independent learning.

Terms related to Transition to the Cloud

  • what should businesses be aware of when transitioning to the cloud?
  • transition to the cloud: a vendor perspective
  • cloud transition plan
  • card to cloud transition
  • transition to cloud architecture
  • transitioning a data center to the cloud
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  • cloud migration

Cloud can establish independent service platforms in various functional departments of the enterprise to support any process-oriented, repetitive, or policy-based and coordinated work.

These are the core areas that the information technology sector needs to reassess. In the past, the information technology department only focused on the application and the information technology architecture itself—especially how analysts customize the technology according to business processes, and sometimes they don’t even question why they have been dealing with things in a certain way.

With Cloud, the IT department needs Cloud to shift its focus from customized ERP to adapt to existing business processes to automation. The use of new technologies to automate work will help employees cope with increasingly complex tasks.

The third step: A new operating model.

Cloud is fundamentally different from previous on-premises solutions, so it requires a new operating model. Cloud restricts customized development, requires quarterly upgrades, and reduces peripheral integrated systems.

From the perspective of team structure, using Cloud is an opportunity to reorganize the team and break through limitations. For example, limited customized development will reduce the need for custom developers, while cloud-hosted infrastructure means less demand for database administrators and infrastructure experts.

In addition, business departments and information technology departments need to constantly break the limitations of departmental functions. For example, the system leader must work with teams from various departments to design system prototypes in digital transformation projects.

The view that corporate employees are divided into technical professionals and business professionals is no longer accurate. At present, technology is at the core of business.

This situation is driving talents in various operational fields to improve their technical capabilities. Therefore, the development of a global process responsibility department (GPO) department is a vital task at the moment.

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For example, in order to maximize the use of CloudOracle Cloud’s quarterly update and upgrade functions, a strong GPO can provide process supervision, so as to promote continuous innovation and gradually build confidence in promoting continuous changes in the enterprise.

For large and complex global enterprises, it may be a huge challenge to completely transform their information technology department at one time-so why not solve this problem through agile implementation methods and overall design thinking during the implementation of Cloud? ? From the perspective of system operation, a key method of technology reshaping is to reduce “technical debt” as the goal.

Technical debt is not only the result of low-quality code or poor design, it is often the final result of multiple decisions accumulated over a long period of time-to meet the requirements of its return on investment (ROI) or specific project requirements at the time.

When reengineering the platform, Cloud imposed restrictions on customized development, thereby limiting the occurrence of new technical debt. Technical debt can also be avoided through intuitive, human-oriented design principles. Cloud reduces the need for peripheral system applications and helps reduce existing technical debt, which has a positive impact on your underlying architecture.

Step 4: Results-based budgeting strategy.

Cloud-based enterprise application systems tend to adopt a new budget strategy, whose focus is not to increase or decrease technical budgets, but based on the specific results of the project.

This new budgeting model follows the 70/20/10 rule, that is, 70% of the budget is used for fixed project work, such as adding the supply chain to the existing cloud financial system; 20% of the budget is invested in quarterly upgrades And updates; and 10% of the budget is used as a special allocation for innovation in emerging technologies (for example, RPA, etc.).

Key drivers of the new operating model

The following three key drivers of the new operating model also contributed to the formation of this new budget method:

  1. CloudCloud restricts customized development, thus eliminating the old methods that rely heavily on evaluating customized development work.
  2. Cloud will update and upgrade quarterly, which requires enterprises to have agility and flexibility in detailed budget items, because system functions will be increased or improved in each update, so the budget needs to be able to adapt to constant changes.
  3. Cloud reduces the need for peripheral systems, thereby freeing up budget for investment in innovation.

Results: Guidance and inspiration.

As business leaders and strategists rethink their technology development list, and the information technology department has changed from an operating department to a strategic department, if Cloud is applied properly, IT will have no control in the strategic blueprint leading the enterprise. Comparable opportunities. 

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